Relationship performance system and method

ABSTRACT

An apparatus for negotiating a work role relationship between two participants, comprising a Dialog and Agreement Board with multiple in-dialog areas where participants place one or more cards representing elements or parts of the work role relationship or personal characteristics related to the work role, and with a commitment area upon which cards can be taken from the in-dialog areas and placed to represent agreed-upon commitments by the participants. An agreement between the participants may be documented manually or automatically, in whole or in part. Components marked with bar codes can be read for entry into a computer program for documenting agreements.

RELATIONSHIP PERFORMANCE SYSTEM AND METHOD

This application claims priority to Provisional Patent Application No.60/987,285, filed Nov. 12, 2007, entitled “Relationship Performance GameSystem and Method,” and Provisional Patent Application No. 61/113,516,filed Nov. 11, 2008, entitled “Relationship Performance System andMethod,” and is entitled to those filing dates for priority. Thecomplete disclosures, specifications, drawings and attachments ofProvisional Patent Application Nos. 60/987,285 and 61/113,516 areincorporated herein in their entireties by reference.

FIELD OF INVENTION

This invention relates to a system and method for teaching and trainingoperable methods for increased relationship performance.

BACKGROUND OF INVENTION

The workplace affiliation between an organization and its workers (orthe employer and its employees) during much of the industrial age wasgenerally based upon models that can be loosely referred to respectivelyas paternalism (employer) and loyalty (employee). This model ofaffiliation has substantially shifted over the last decades, due tovariety of societal and economic reasons, to an affiliation based moreseverely and purely upon the value or yields each party gains, orexpects to gain, from the relationship.

However, each party determines and defines the value they seek withsignificant, if not total, difference. In other words, though successfulwork relations are based upon each party's reciprocal gain, there aredisparate requirements from each party that must be satisfied to formand sustain successful workplace relations. These generally symbioticrelations include severely contrasting requirements of each party thatare multifaceted, some being absolute in nature while others arerelative to other options each party may possess at any given moment.Typically the requirements of both parties are fluid and changing withthe passage of time.

Formal and mutually compatible perspectives and a responsive means toapply them are sorely missing from organizational method and practice,and equally from personal literacy in today's workplace. Accordingly,what is needed is a system and method to diagnose, design, deploy, andmanage a work role in the context of the complex modern relationship oraffiliation existing between the organization and worker, and to assistan organization and worker to fashion an agreement as to the work role.

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 is a top view of a board in accordance with one embodiment of thepresent invention.

FIG. 2 is a top view of card elements in accordance with one embodimentof the present invention.

FIG. 3 is a top view of another embodiment of a board.

FIG. 4 is a view of a checklist in accordance with one embodiment of thepresent invention.

FIG. 5 is a top view of an evaluation mat in accordance with oneembodiment of the present invention.

FIG. 6 shows various examples of Common Elements cards in accordancewith one embodiment of the present invention.

FIG. 7 shows various examples of Specific Elements cards in accordancewith one embodiment of the present invention.

FIG. 8 shows various examples of Key Indicator cards in accordance withone embodiment of the present invention.

FIG. 9 shows various examples of Durables cards in accordance with oneembodiment of the present invention.

FIG. 10 shows a view of a note in accordance with one embodiment of thepresent invention.

DETAILED DESCRIPTION OF EXEMPLARY EMBODIMENTS

At the heart of work roles are special forms of relationships existingbetween workers and organizations. It is vital that both parties areable to design and sustain a healthy affiliation and do so in apractical and effective manner. The most reliable method ofaccomplishing such an important function is by reliably “weaving”together the respective requirements, expectations and responsibilitiesof both parties into a single “Agreement.” A work role relationshipshould be based upon a well-designed, easily referenced Agreement.

In one exemplary embodiment, the present invention enables both workersand organizations to better understand the many dimensions andcomplexities of their relations, and with this knowledge, to seek asustainable Agreement in order to realize greater respective rewards. Tothis end, the present invention comprises a shared platform for the useof both parties in creating and sharing information, engaging in“Dialog,” then reaching Agreement. Afterwards, each party has thedirection and obligation to consistently be attentive to meeting the“Commitment” of their Agreement. As time passes, when either partydesires or needs to modify or refine the Agreement, they can simplyreturn to the system and method of the present invention.

The system of the present invention provides a structured and neutralinstrument that enables both parties to be more attentive and responsiveto each other. It can shape more constructive points of view in bothparties and in doing so, significantly improve workplace communications.It can be used anytime there is a need or reason for either party tohave discussions about improvements, concerns, remedies or new ideasrelated to the work role. It can guide feedback discussions as to howeach party is performing for the other. It can also be useful in thehiring and selection processes. It can be applied everyday throughoutthe workplace and can be effective in sharing information related tosuccessions, exits and transitions. It also may be a tool that can beapplied for work role diagnostics in a wide variety of workplacesituations. It can be utilized as an apparatus for preparatory trainingand development simulations, as well as generating greater knowledgeabout work role relationships in programs of continuous improvement.

Through thoughtful, consistent and disciplined usage of variousembodiments of the present invention, rewarding work role relationshipscan be developed, stewarded, repaired or improved. It is designed to beflexible and adaptable for use in a manner that is best suited toworkers, organizations and their various constituents, including usagein forming more predictable relations with candidates. It is designedfor ease of use, simplicity and lasting impact. It allows both partiesto create the Elements and rules that work well in a wide range ofsituations and applications. The Weaver can be applied in a variety ofcircumstances: one-to-one; solitary; one-to-many; or many-to-many, suchas in team or collective group applications. The system offers adependable platform to assist all those in the workplace with theopportunities and challenges they have each day which are related toforming and sustaining optimal work role relationships.

The system can be used in an extremely wide variety of situations andcircumstances that relate to work role relationships. In one embodiment,the system may be used for forming, discussing and improving work rolerelations between an authorized, qualified representative of anorganization and a worker (or candidate). Each party should have anauthentic interest in and attention to pursuing, improving, and/ormaintaining a reward, high-quality work role relationship with the otherparty. In the circumstance involving organization and worker/candidateinteraction, the two parties typically assume one of two roles whenusing the present system: (1) Talent Steward; and (2) Person@Work.Talent Steward typically includes managers, supervisors, recruiters, orleaders who are attentive and responsible for sustaining and/or forminghealthy work role relations with a person or people within a specificwork role. A Person@Work is a person within a work role, or a candidateseeking and considering a work role.

In one embodiment, it is preferred that each party have a good workingunderstanding of the basic principles and frameworks of RelationshipPerformance. This knowledge is of great benefit when using the presentinvention as a platform and tool for creating and conducting optimalworkplace relations. This knowledge can be achieved by reading materialswith regard to Work Role Yields Management, or having been otherwiseinstructed in Relationship Performance. Work Role Yields Management isfully described in U.S. patent application Ser. No. 11/772,026, filedJun. 29, 2007, and U.S. Provisional Patent Application No. 60/806,145,filed Jun. 29, 2006, both entitled “WORK ROLE YIELDS MANAGEMENT SYSTEMAND METHOD,” the disclosures, specifications, drawings, claims,appendices, and attachments of both of which are incorporated herein byreference in their entireties for all purposes.

In one exemplary embodiment, the system comprises a three step process:Preparation; Dialog; and Agreement. In this process, the systemcomprises three basic components: Elements (specific proposed needs andaversions shared about the work role relationship) (see FIGS. 6-8);Durables (preferences and qualities that may be applicable to work rolesatisfaction and performance) (see FIG. 9); and the Dialog & AgreementBoard (a neutral structure for conversation, commitment and agreement)(see FIG. 3). In one exemplary embodiment, Elements and Durables arerepresented on two-side cards, which can be selected and placed invarious locations on the Dialog & Agreement Board.

In this embodiment, during use of the present invention, both partiesform an Agreement with each other as a basis for a rewarding work rolerelationship. They do so by collaborating on the quantity and quality ofCommitments to ensure that the needs of both parties are met.Commitments are made up of Elements that each party submits to theirDialog and become accepted by both parties. During Dialog, Durablesoffer additional clues for predicting opportunities and potentialproblems that may arise in the relationship. The Dialog & AgreementBoard is used to help the parties engage in Dialog and come to anAgreement.

In the Preparation stage or step, each party prepares by selecting,creating and defining the Elements that they believe should be part ofthe work role. These specifically describe their respective requirementsor offerings to a work role relationship. Initially, since Elements areonly the proposals of each party, they represent the “raw materials” orpotential “fibers” that may ultimately be used in weaving a relationshipAgreement. During Preparation, each party also chooses a limited numberof Durables that serve to illustrate factors that may benefit work rolesatisfaction and performance.

The Preparation stage is important to success in the Dialog phase. Lackof preparation can result in a cascade of suboptimal or negativeconsequences in the relationship. For some, there will be inevitabletemptations to short-cut or abbreviate the Preparation process and godirectly into Dialog, but doing so should be avoided. Furthermore,failure to fully prepare for Dialog also reflects a degree of disrespectfor the other party who is also preparing and may imply that the partydoes not place importance on the work role relationship.

In one embodiment, there are two general Preparation functions eachparty should perform prior to Dialog interaction: (1) creating andchoosing Elements; and (2) choosing Durables.

Elements are the “parts” of a successful and satisfying work rolerelationship. Elements are a means to break the relationship into itsmost basic and specific Commitments for better communications and moreinformed dialog and decision-making. Elements address what each partyinitially proposes to be considered as a part of a work rolerelationship. Elements will not be fully complete until Dialog occursand both parties offer their Elements. However, each party needs to cometo Dialog with Elements describing all that they foresee they will needfrom the work role relationship and what they may offer to therelationship. During Dialog the two parties will propose, discuss anddecide what Elements will be a part of the Commitments in the work rolerelationship. Mutually accepted Commitments will represent what eachparty agrees to in the work role relationship. Therefore, duringPreparation, each party should comprehensively envision what “Elements”they desire to be considered or included within a highly rewardingrelationship that would ensure significant satisfaction and success forboth. Each party will use their respective Elements during Dialog todiscuss, collaborate, negotiate and construct the basis for a strong,long-lasting relationship.

In one embodiment, all Elements are identified by pertinentOrganizational Triangle and Personal Triangle categories to assist inthe thought, dialog and later knowledge management of each party. Forinformation that may apply to more than one area or context of theTriangle frameworks, a reasonable attempt should be made to put it intothe most applicable area based upon the user's subjective perspective.It is permissible to place the same information into multiple areas ifthe user feels strongly that it belongs there, for this too providesvaluable information. What is important at all times is to communicatecompletely, accurately and in a manner so that both parties have clearunderstanding.

Succinctness and brevity is valued, as long as there is enoughinformation for understanding and avoiding the potential of anyconfusion. There should be no reliance on any assumptions or anytrusting of “implicit” information.

In one embodiment, each party's Elements are contained on cards, and asshown in FIG. 6, may be identified by a square with “TS” 10 for TalentSteward and a round circle with “P” 20 for Person@Work. Other icons orsymbols may be used. This will allow each party to quickly see whosubmitted what. Each Common Element may be uniquely numbered, and allElements may have barcodes 30 for ease of automated documentation andrecord keeping.

In one particular embodiment, there are three basic types of Elements:Common, Specific, and Key Indicator. As seen in FIG. 6, Common Elementsrepresent information that is often more universal in nature andready-for-dialog if applicable to the situation. These Elements havecontent already in place on both surfaces for the consideration and useby either party. In some cases, the organization may add its own CommonElements which can be used by either party also. Common Elements providethe parties with “pre-made” Elements that tend to be common to many workroles and people needs. They are not all inclusive by any means and theymay or may not be directly and accurately suitable for party use.

Specific Elements, as seen in FIG. 7, have one surface or side blank orwith lines for writing 50 and therefore available for each party toconstruct and communicate their own information content. The other sidemay have a short description 52 of what a Specific Element is. In somecases, the organization may author, provide and instruct the TalentSteward or Worker in certain Specific Elements based on pre-existingwork role design or workplace circumstances.

Specific Elements should be written so as to be legible, concise, easyto understand and very explicit. Each should convey enough informationfor substantive discussion based on shared understanding. Since spacefor sharing information is limited upon Specific Elements, either partycan use a Specific Element to refer to (or be a summary representation,proxy, symbol or synopsis of) another greater, larger and morecomprehensive document, specifications, or other information that bothparties can access or review, before or during Dialog. In thesesituations, such documents should be aligned or compatible with theElement's contextual Triangle framework as much as possible andreasonable. General, non-specific documents or documents lacking contextare not advised; rather these should be broken into pertinent contextsthat are aligned with Elements, if at all possible. The Specific Elementthat refers to the supporting documentation may benefit by includingsummary information to “remind” parties as to the subject matter andtopic during their Dialog. In such situations, all applicable documentsshould also be brought to Dialog so as to be available for review andconsideration.

In one embodiment, the Specific Elements cards contain Personal 60 andOrganizational 62 Triangles, whose applicable corners should be markedfor the Specific Element written on the card. The participant also mayindicate whether the Specific Element is positive/beneficial ornegative/detrimental 64.

Common Elements may also offer a degree of insight, instruction, andreference that parties can use in creating Specific Elements. On theother hand, Specific Elements allow the user to be exact and precise indescribing what they need or desire from the relationship and what theymay potentially offer to the relationship. Either Common or SpecificElements may also be an “Imperative” for a party. That is, the partysimply must have its existence in the work role. An Imperative is a“must-have” or “non-negotiable.” Care should be used in defining anImperative Element and should only be used if absolutely true.

During Preparation each party should create and choose a combined set ofCommon and Specific Elements that offers a complete presentation of whatthey seek from the relationship and what they offer to the relationship.Each party should distribute their thoughts and attention to the fullspan and context of the work role's Personal 60 and OrganizationalTriangles 62 since this is the realistic scope of any work role. Bothpositives and negatives (what is needed and what should be avoided orconsidered to be a detriment) of each Triangle corner should beexplored, considered and articulated through the use of Elements.

Talent Stewards have the responsibility of seeking input from applicableorganizational leader(s) regarding their perspectives and expectationsof the work role. Leaders may have specific requirements pertaining toElements that must be included in the Dialog & Agreement process. Thismay take into consideration Elements deemed as “Imperatives” by theorganization. The Talent Steward should also refer to any Deployment andGuidance Specifications (DGS) that may exist within the Work Role'sDesign (if the organization is fully practicing Work Role YieldsManagement in the work role).

Each party should strive to be as thoughtful and thorough as possible inthe choice and construction/creation of the Elements of the relationshipfrom their perspective. All aspects of the Personal Triangle,Organizational Triangle and Eight Dimensions frameworks should beconsidered. Each party should completely express what they need as wellas desire or prefer from the work role through the use of Elements andtheir respective Triangle. Therefore, at a minimum, there should beample and complete Elements in all areas of a party's own Triangle.

Equally, whatever each party envisions they can potentially offer to theother party should be expressed through the other party's Triangle. Infact, during Dialog this can be an important “value proposition” tobetter enable and leverage oneself in getting what is needed from therelationship. Therefore, the compelling Elements that a user has inPreparation to address each area of the other party's Triangle isempowerment in Dialog as well as in the relationship.

Any Common or Specific Elements that are deemed to be Imperative intheir nature (absolute must-haves, non-negotiable) should be set asideseparately, since these will be placed separately as the parties beginDialog. A test as to whether an Element is truly an Imperative is askingthe question: “If I do not have this, am I willing to forego, forget,not pursue or quit/exit this work role relationship?” If the answer is“Yes” it is probably an Imperative. If the answer is truthfully “No,”then it probably is not. Generally Imperatives for workers directlycorrelate with Personal Triangle “Screamers.” Equally, if an Element isan Imperative, the party should present it as such, up front.Imperatives are the most serious of all the Elements. They should beused with care, but whenever applicable.

At a minimum, a worker or candidate should use their self-knowledge toidentify all the factors related to their qualities and preferenceswithin the role that may place them into the positive and negative“Flow” zones and then articulate these clearly through their Elements.The Flow zone is the area where a worker will be the most satisfied andtypically perform the best as well. A person should also clearlyarticulate their positive and negative Screamers (as Imperatives) andCore Personal Triangle factors. The Personal Work Role ExperienceAssessment may be used in determining these Elements.

The Talent Steward should comprehensively cover the full span of theOrganizational Triangle for the work role as related to its functions,environments and communities. At a minimum, a Talent Steward should beprepared to present Elements that include the following:

a. Each specific function that is desired to be performed within thework role (in order to gain the yields the organization seeks from thatwork role). Every work role function should be presented and describedas a separate Element to ensure optimal understanding, acknowledgement,discussion and Agreement.

b. Explicit performance responsibilities of the worker for thefunctions. This should include each personal quality, attribute andfactor the organization depends upon or requires for functionalperformance.

c. Explicit performance responsibilities of the organization for thefunctions. This may include both Resources and Personal Triangle factorsthat are, or will be offered, to facilitate, support, enable andcompensate the work role's performance. The Talent Steward is advised topresent all Personal Triangle Elements in place, offered or available tobe offered, as compensation in this work role. The work role and itsdesign and execution are the responsibility of the organization and theTalent Steward. The Talent Steward is the broker in RelationshipPerformance. For each function the organization shares performanceresponsibilities.

In one exemplary embodiment, there should be equal attention in creatinginformation to address both the positive and negative factors related toElements (that which is not desired to be gained, or what is preferrednot to be offered). Negative information often is just as important aspositive information in aiding understanding and advancing Dialog forboth parties. That which is deemed undesirable or considered to be anaversion in the relationship should be treated with as much detail andthought as those things and factors which are desired. Another way tothink about positive and negative factors is those factors that may be“benefits” and equally those which may be “detriments” to the work rolerelationship across the two Triangles.

Each party should consider what they might offer the other party thatwould be attractive, appreciated, valued and seen as a clear benefit tostrengthen their relationship potential. In general, each party shouldgain more than they give (from their perspective, and compared to theirother options), otherwise they have no reason to pursue or keep therelationship.

Key Indicator Elements (see FIG. 8) provide a simple way as to how theparties will determine the state and quality of their Agreement at anypoint in time in the future. These generally are not created duringPreparation, but rather as the parties form Agreement. The parties willdiscuss and decide on what should be actual “key indicators” that willbe used for the work role relationship during the process of Agreement(at the end of Dialog). As shown in FIG. 8, in one embodiment one sideof the Key Indicator card has lines 82 where the parties write down whatthe Key Indicator is. However, the Preparation period is a good time tobegin thinking about this and preparing to contribute to the discussion.

Key Indicators need not be complicated. In fact, it is typically bestthey be as simple as possible. Generally “key indicators” should beconsidered and applied as to the how each party is doing in satisfyingtheir commitments and obligations to the relationship Agreement. A KeyIndicator may or may not be tied directly to any given Element. Often a“key indicator” is a result or “an effect” that is “caused” by anElement. In one embodiment, there are minimums and maximums for theseKey Indicator Elements, and each corner of each Personal 84 andOrganizational Triangle 86 must be addressed.

During Dialog, when parties have agreed on which Elements will beincluded in their Agreement, it is important that each party understandthe other's Key Indicators of the quality and status of the Agreement.This will be done by both parties working together to create the KeyIndicator Elements. It is good for the parties to at least beginthinking about options and methods of doing this beforehand. If possibleand reasonable, whatever is used for Key Indicators should bequantifiable and best based upon empirical evidence (though sometimes,one or the other party may need to apply qualitative and subjectiveparameters, but even these should have a basis). A party may or may notchoose to create “proposed” Key Indicator Elements before Dialog, butinstead may make a list of their thoughts and ideas beforehand. However,Key Indicators are not determined until both parties decide togetherwhat will be included within the work role relationship Agreement.

Preliminary and preparatory research via exploration and discovery maybe encouraged. Parties may consider preliminary exploratoryinvestigation and due diligence discussions with each other duringPreparation. These explorations should not be for general relationshipbuilding discussions, for that will come in Dialog. Rather, these shouldbe for inquiry, research, investigation, learning and the pursuit ofbetter understanding the other party's needs and pertinentcircumstances. This can allow each party to be more insightful, betterprepared and informed about the other's needs, qualities andperspectives, as well as what they may prefer to offer, any hiddenpossibilities and qualities, and so forth. “Advance recon” and“intelligence gathering” is a smart thing to do. It makes the inquiringparty more aware, accurate, realistic, reasonable and creative inseeking and sustaining a high-quality relationship during Dialog.

Each party should remain prudent, realistic and reasonable in theirchoices in the creation of their Elements. Elements should generally befeasible and pragmatic in nature, though creativity and innovation aretypically beneficial. Elements should be carefully considered so as notto be excessive, frivolous or naïve in nature. Unreasonable or poorlyconsidered Elements may discount and dilute those which are moreimportant and substantive.

Each party should utilize the Common and Specific Elements for fulldisclosure of expectations, needs and reasonable desires, even if onlyoptional or negotiable. Even if a party does not expect they may reachAgreement on a given Element, they should consider bringing it intoDialog. It may be considered or negotiated against another need of theother party. Nothing should be expected by, and of, parties that has notbeen articulated or expressed during Dialog in a manner necessary formutual understanding in the consideration, discussion, negotiation, andultimately, in the Agreement reached (as well as those Elements that arenot in the Agreement).

In contrast to Elements, Durables (see FIG. 9) are intended to revealeach party's perspectives related to personal characteristics that aredeemed preferable in the specific work role. Since personal satisfactionhas a direct correlation with functional performance, as well as thepredictability of a lasting relationship, Durables should be chosenbased upon factors, qualities and attributes that may be relevant topersonal satisfaction or dissatisfaction as well as characteristics thatmay point to personal suitability or misfit, in the work role. There maybe many correlations to personal Flow zones and Durables.

Durables, which may be in the form of cards as seen in FIG. 9, should bechosen realistically and pragmatically based upon what is known aboutthe work role, its functions, its social structure and any pertinentelement related to its environment. For example, if the work rolerequires significant “attention to detail” and constant “tolerance ofchange,” they should be selected as Durables (for these will be clues asto the personal qualities that are predictive of a “durablerelationship” as well as indicative of personal qualities that may leadto relationship failures.) Both parties will present Durables so as toprovide greater perspectives and fuller insights to each party duringDialog. Often adjustments and creative accommodations can be made toaddress issues and conflicts which may surface.

Durables cannot be created like Specific Elements, but rather must bechosen from the system's standardized inventory, examples of which asshown in FIG. 9. In order to bring potentially important information tothe surface, in various exemplary embodiments there are both maximum andminimum requirements as to the number of Durables that each party willbe expected to use during Dialog. In one embodiment, there is a minimumof 10 and a maximum of 20.

Durables should not be used to create Commitments. They serve to provideeach party with important clues and insights related to the potentialdurability of the relationship. Durables will often correlate with Flowzones; however, there should not be sole dependence upon thisinformation, for only Elements will be used for the ultimate Agreement.Durables can sometimes predict the likelihood of future danger orproblems in a relationship. The value of accurately chosen Durablesshould become more evident during Dialog. Durables may provide eachparty with clues as to whether the “Person@Work” may discoversatisfaction and fulfillment within the work role (which is essential toboth a durable relationship and a sustainable personal performance).

In one embodiment, each party chooses their respective Durables asfollows. The Person@Work should choose those Durables that are most likethem and/or may best represent their own personal traits,characteristics, qualities, work-related preferences and attributes. TheTalent Steward should choose those Durables they found to be importantpersonal characteristics, qualities, preferences and personality traitsthat are most like workers who are satisfied and fulfilled whileproviding sustained performance in the work role.

A listing of examples of Common Elements and Durables for one exemplaryembodiment are provided below. Other Elements and Durables may be usedin other embodiments. The parties may consult such lists duringPreparation, as doing so may assist both parties in perusing andconsidering the possibilities during Preparation.

It is possible that the Preparation activities of creating and/orchoosing the Durables and Elements may occur immediately before Dialog.However, doing so may lead to a party that is ill prepared, which couldput them at a distinct disadvantage and possibly make a poor impressionon the other party. This in turn could lead to a poorly formed, faultyor weak relationship. Each party should carefully consider theirElements by performing substantive Preparation, which could be duringthe week prior to the Dialog. The system is designed to offer a neutraland equal platform for both parties; however, each party can gain theirown advantage by both complete Preparation and ultimately offeringperformance that the other party appreciates.

In one embodiment, Relationship Performance is a process of constantconversation. As, and when, the work role or personal circumstanceschange, either party can bring forth a request to return to the Weaverto seek clarification or adjust and modify the work role relationship.Therefore, it is not critical to “go to extremes” in trying to considerand anticipate every future variable or possibility at any given time ofDialog. Changes and the unexpected are inevitable, and when they occur,the parties should come back to the system and modify or remodel thework role relationship. In many organizations, returning to the systemperiodically will be a common practice for the benefit of both parties.

Each party may create a portable list of all Elements and Durables theyhave chosen and created beforehand as an aid during Dialog. This shouldseparately describe any applicable Imperatives as well as anypreliminary thoughts on Key Indicators. Any other notes of relevanceshould be included that may serve as guides, references or remindersduring Dialog. A party may wish to prioritize this information to ensurethose areas of importance are more likely addressed and resolved duringDialog.

Preparation also may include developing empathy and anticipating thedifferences between the parties having Dialog. As a part of Preparation,each party may take into consideration the possible differences inthinking styles and the implications, personalities, respective bodiesof experience and education, and the differing perspectives and pointsof view so as to have the most effective conversation, appreciation andunderstanding of the bi-directional information in a productive WeaverDialog.

In one embodiment, the parties are provided with a checklist 100 (seeFIG. 4) to assist throughout the process. The checklist may be usedduring the Preparation stage to ensure that a party has reviewed andchecked each item and signed or initialed that he or she has done sobefore arriving at Dialog. Any comments or concerns at this stage priorto Dialog, may be noted on the form in the space provided, for this willprovide valuable information to both parties.

In the Dialog stage or step, the parties come together afterpreparation. During Dialog, the combined Elements are offered,discussed, considered, modified, negotiated, accepted and rejected inthe manner that is ultimately most suitable and agreeable to bothparties. Dialog may be considered a structured conversation focused onforming the best possible relationship Agreement for the mutual benefitof both parties. Dialog usually reveals differing perspectives, offersgreater vantages of realities and should constructively promotecollaboration, reason and creative compromise. Applicable Elements areadvanced to form Commitments and become validated when both partiesaccept them. Also during the Dialog process, Durables are reviewed,compared and discussed for clues about the prospective durability of therelationship.

Once each party has completed Preparation, or prior to or duringPreparation, they schedule a time and place to meet together for Dialog.Dialog takes place using the prepared Elements and Durables with theDialog & Agreement Board (DAB) 110 (see FIG. 3). The DAB devicestructures both parties' presentation of their information. Itfacilitates discussion, collaboration, and negotiation, and ultimatelyit will serve as an aid to bring both parties to full Agreement throughCommitments.

Each party should review the other's checklist 100, if used, to ensurethey have adequately prepared (so indicated by their check marks withsignature or initials and date). If this is not found to be the case forboth, Dialog may be deferred until the checklist (i.e., the Preparationstage) has been completed and signed. Any comments or concerns so notedon the checklist should be discussed, addressed and resolved asapplicable and reasonable before beginning Dialog.

Dialog may take place in any suitable location. In one embodiment,Dialog should take place in a private, neutral, quiet setting (withoutdistractions) that is conducive to constructive dialog andcontemplation. A neutral “Dialog Room” or otherwise dedicatedenvironment may be used or designed for this important interaction,activity and function. In any case, there should be no bias or advantageto either party by the nature of the environment that has been chosen.If a dedicated setting is not practical, then the Dialog setting shouldensure that neither party has any factors of “home court” advantage. Forexample, a Talent Steward should not have the edge of their officeenvironment. A party may prefer the unique advantages of having Dialog“off site.” Using either party's personal office or work setting is notpreferred.

There should be no (or minimal) distractions. The use of cell phones orother devices that could interrupt attention and thought should bediscouraged. The ambience of the area should be considered. This mayinclude placing a variety of helpful posters and guides within theenvironment.

Adequate time should be allowed for thoughtful expression, explorationand creative discussions during Dialog. Generally, there should be noset rules as to elapsed time. Both parties should come to Dialogprepared to communicate and collaborate in a productive and earnestmanner. Each should act and interact with serious intent and good willin seeking and resolving a mutually beneficial Agreement with the other.High-quality communications that are open, authentic and comfortable arevital ingredients to Dialog. There should be no time-based pressures.Both parties should appreciate Dialog as important, legitimate, and anexcellent investment and use of their time.

Dialog may present a need for multiple Dialogs or “sessions,” as opposedto all factors being resolved during one period of time. It is possiblethe parties may utilize multiple sessions taking place across days orweeks in order to reach a mutually satisfying Agreement (since time fordiligent thought, seeking counsel from others, related approval andconsiderations, subsequent investigations and so forth, may be needed).In one embodiment, Dialog essentially never ends. Dialog's returns andrewards are worth the investment. “Dialog ROI” will be realized each dayby both parties as they meet their responsibilities for a successful andsatisfying relationship.

Dialog is not a “game of adversaries” or zero-sum competition where onegains or exploits at the other's expense or loss. Rather, Dialog is aprocess in which each party must seek to optimally satisfy the needs ofboth parties to realize the best possible, mutually enjoyed, sustainableoutcomes from their relationship. If there is prevailing acrimony orlingering ill-feelings, these should be discussed, addressed andresolved first.

In one embodiment, Dialog takes place at the Dialog & Agreement Board(DAB) 110. The overall objective for both parties will be sharing,understanding, considering, resolving and consummating Elements into acomplete, mutually satisfying Agreement. Dialog's objective is bothparties reaching and subsequently honoring Agreement. Agreement consistsof shared Commitments which are specific promises, accountabilities andobligations in the work role relationship. In most cases Dialog shouldtake place in a comfortable, informal sequence. Excessive formality andsevere rigor is generally discouraged, but a reasonable step-by-steporder is beneficial.

The suggested sequence of Dialog for this exemplary embodiment is asfollows:

1. Initial Elements and Durables placement. Before the parties“position” themselves for Dialog at each side of DAB, each party sharestheir prepared Durables and Elements (chosen or created beforehand) byplacing them for display, access and review in the prescribed areas uponDAB. In one embodiment, DAB has three general areas: a central“Commitments” area 120 and two “In Dialog” areas (one for each party)130, 140. Each of the general areas have marked areas or zones withinthem. The In Dialog areas, for example, each have several spaces forpositive/beneficial and negative/detrimental Elements card placement.

All Elements are placed upon the DAB in the areas so marked with thecorresponding markings or symbols of each Element or the Imperativesarea. All Imperative Elements (if any) are placed into the commonImperative Commitment area 206 in the center of DAB (there will be timeto review and discuss these as needed). All remaining Personal TriangleElements are placed upon the indicated Personal Triangle (the TalentSteward side) 140 within the In Dialog area (i.e., three designatedareas for placement of cards by the first participant representingbeneficial or positive elements or characteristics for the work role,one for functional satisfaction 148 a, one for social satisfaction 148b, and one for life effects satisfaction 148 c, and three designatedareas for placement of cards by the first participant representingdetrimental or negative elements or characteristics for the work role,one for functional satisfaction 148 d, one for social satisfaction 148e, and one for life effects satisfaction 148 f. All remainingOrganizational Triangle Elements are placed upon the OrganizationalTriangle (the Person@Work side) 130 within the In Dialog area (i.e.,three designated areas for placement of cards by the second participantrepresenting beneficial or positive elements or characteristics for thework role, one for outcomes, deliverables and productivity 138 a, onefor risks 138 b, and one for resource demands 138 c, and threedesignated areas for placement of cards by the second participantrepresenting detrimental or negative elements or characteristics for thework role, one for outcomes, deliverables and productivity 138 d, onefor social risks 138 e, and one for resource demands 138 f.

Durables are placed into the other party's “Durables zone” 132, 142 oftheir In Dialog area. In one embodiment (as described above), each partymust submit a minimum of 10 “Durable” Elements into the other party'sDurables zone and cannot exceed a maximum of 20. If either party has anyconfusion or difficulty understanding the information or context of theElements or Durables, the presenting party should offer explanation,clarifications, modifications and additions to ensure completeunderstanding.

If both parties have came well prepared, there should be Elements in allareas of both respective Triangles. If this is not true, it may reflecteither a lack of preparation, a resistance or reluctance for fullexpression and full disclosure, a lack of understanding about theTriangle frameworks or a lack of knowledge about the work role or one'sself, respectively. Any of these are reasons for concern and should beaddressed and potentially remedied before proceeding.

2. Both parties position themselves at the Dialog & Agreement Board asmarked. Each party may be seated (though some may prefer standing) andDAB should be positioned between them so as to be easily seen andaccessed. Thus, when Dialog begins, each party is in their respectiveposition with all Elements and Durables placed in each other's In Dialogareas 130, 140, or if applicable, in the Imperative Commitment area 206of the Dialog & Agreement Board 110. Taking position is important since,as in the realities of daily work role activities, each party mustapply, leverage and serve the requirements and needs of the other partyin a manner to best realize a gain in their own needs and requirements.Accordingly, it is vital that each party accurately and effectivelyapply and leverage the respective Triangle framework of the other partyto ensure they will gain the rewards, results and requirements theyseek.

3. Initial Review and Discovery. An adequate period of time should beoffered for each party to fully peruse all Elements residing in theirarea of In Dialog as well as those in the Imperative Commitment area.Either party can ask questions and make notes during this period. Eitherparty can provide further explanations of the Elements they offer orseek. Neither party should “rush” or otherwise try to expedite theother's review. Neither party should assume anything. If there are anydoubts or confusion there should be enough discussion for clarity andcomplete understanding.

If there are any Elements that are placed within the Imperatives area206 that cause concern, issues or are unacceptable, they should bediscussed, and if possible, resolved at this time. This should be donediplomatically with sensitivity to the other party and with good-willand intention toward a positive resolution. Compensating factors andcompromise should be considered. However, if a solution or resolution isnot possible at this moment that is to both party's full satisfaction,the Element in question should be removed and placed into the “Dangerzone” 134, 144 of the party who would not accept it, or rejected it.

Each party will have more influence in “weaving the relationship” byapplying Elements on their side of the board. However, they are able todiscuss, encourage or informally request the other party's Elements asneeded so as to make their best efforts in seeking a high quality andmutually rewarding relationship as they proceed toward Agreement.Discussion is always fine and encouraged during Dialog. Dialog isconsiderate and creative collaboration for the benefit of both parties.Dialog is structured work role conversation.

Each party may begin consideration of the Durables within both parties'areas at any time during Dialog. Important insights may be gained fromcongruities or incongruities of Durable Elements that have been placedinto a party's area as compared to the Durables that were submitted bythat party (into the other party's area). Durables describe and informwhat each party believes to be important personal factors for anenduring, satisfying relationship.

In most successful, healthy and long-lasting work role relationships,there tends to be reasonable overlap of the Durables of both parties.This is because they should reveal both parties' perspectives of theoptimal personal attributes, qualities and preferences of the work role.The Talent Steward is offering their perspectives about the satisfiedperson in the work role and the Person@Work is sharing their ownpreferences, qualities and attributes. Well-designed overlap often ispart of a durable relationship offering predictable and consistentsatisfaction, performance and yields for both parties. Similarities anddifferences should be carefully appraised and discussed by the parties.The number and degree of prevailing differences may be “indicators” thatpredict durability issues that may occur in the relationship (or evenpredict failures in the relationship).

Both parties should carefully and creatively consider how many aspectsof the Durables can be best aligned to satisfy personal needs so as toachieve durability in the role with optimal personal performance. It istypical to not have exact alignment in the Durables and it is normalthat the Durables each party offers may not perfectly coincide.Nevertheless, the parties will likely appreciate the inherent meaningand implications that can be derived by carefully considering theDurables. The alignment/misalignment of Durables Elements may havesignificant relevance to Flow. Durables may have an influence on certainElements, as situationally applicable. For example, Elements such asfunctional, social or environmental requirements may be modified tocreate better congruity and alignment with the preferences and qualitiesspecified in the Durables.

If there is a severe incongruity, or what is considered to be apotentially dangerous misalignment that either party envisions existingwithin a Durable, and it is not addressed or resolved by discussion, itis suggested that the Durable(s) of concern be placed into the Dangerarea 134, 144 of the party deemed to be most endangered, at risk or inthe greatest jeopardy due to that Durable (so as to raise the concern toa level of acute awareness). Note: this option should only be appliedwhen a Durable is of substantial gravity, danger or importance in theopinion of either or both parties.

To aid considerations and precipitate revelations that can be derivedfrom Durables choices, an Evaluation Mat 300 as seen in FIG. 5 may beused. Each party distributes selected Durables by side-by-side placementinto the three distinct zones to better assess these indicators ofrelationship durability:

a. Similar 302: Durables that are the same, well-matched or fullycongruous.

b. Compatible 304: Durables that are generally aligned, completelysuitable, positive, do not conflict with each other or offer potentialnegative implications.

c. For Consideration 306: Durables that may reveal reasons for concernas to the prospects of relationship durability, perhaps require greaterclarification or demand thoughtful reflection prior to agreements ordecisions.

Dialog between the Talent Steward and the Person@Work will often assistthe placement of Durables in the zones; however, it is generally advisedthat the Talent Steward's judgment ultimately be used as to properplacement within the three zones (since the work role belongs to theorganization).

4. Constructing Commitments. Commitments are the “building blocks” ofAgreement. After both parties have competed review and initialdiscovery, each party chooses the Elements on their side of the Dialog &Agreement Board that are readily acceptable to them and places them intoone of five contextual Commitment areas:

a. Personal Triangle-related Commitments 204 (Commitments to the Personfrom the Organization);

b. Organizational Triangle-related Commitments 208 (Commitments to theOrganization from the Person);

c. Imperatives 206 (must haves, non-negotiables, essentials);

d. Tentatives 202 (these typically require specific approval, outsidediscussions, etc. with others);

e. Contingents 210 (these require prior specific performance or event tooccur beforehand, typically from the other party).

In one embodiment, only Elements are used to construct Commitments.Commitments will be used to form Agreement when a point is reached whereboth parties accept the Commitments as being a complete and accuraterepresentation of that which they desire in the relationship. Generatingdiscussion and understanding that leads to both parties' Commitments intheir work role relationship is one of the main objectives of Weaver.The Commitments within the Agreement will serve as the definingstructure and guide for the work role relationship. Commitments defineeach party's responsibilities and accountabilities, as well as theirgains and rewards in the work role relationship. Commitments shouldpredictably lead to a healthy, satisfying and successful work rolerelationship that serves the needs of both parties. Commitments shouldbe made with ample thought, seriousness and reason (for these are the“commitments” that each party offers to the other in the work role eachday, the exception being the occurrence of unforeseen circumstances orevents that are out of the control of the parties).

The five different types of Commitments are designed to inform, tostructure, add context, precipitate discussion and aid each party'sawareness of the other's perspective. Commitments provide the threadsfor weaving a strong, productive relationship. All Commitments carry thesame ultimate weight and importance in the Agreement.

In the beginning stages of Dialog, each party should be placing allthose Elements that they need or desire the other to perform or offer tothe relationship into Commitments. However, it will not be a “validCommitment” until the other party accepts it as such. During the sametime, each party may prudently offer Elements into Commitments that areintended to compensate or serve the needs of the other party in returnfor what they ask of that party. This may be viewed as “offeringCommitments.” If desired Elements happen to be on the other party's sideof the DAB 110, a party may “ask” that they be placed in an applicableCommitment area 202, 204, 206, 208, 210. The other party does not haveto do this and does so only at their discretion. This may be viewed as“informally requesting Commitments.” A formal, more powerful, request isreferred to as a “Call” and is described below.

There may be various problems, misunderstandings, unintended negativeconsequences or excessive Commitments caused by one party simplyreaching into the other party's side of the DAB for the purpose ofselecting and moving Elements into Commitments, even if the other party(the holding party) has no objections. It is important that any Elementheld on one party's side of the DAB, regardless of who created itoriginally, be specifically and explicitly requested as a Commitmentthrough either Dialog or by Call, and in response, the Element thenshould be thoughtfully and consciously considered, offered or rejectedby the holding party. If it is not offered in response, it should beplaced in the Danger area 134, 144 of the holding party, unless therequesting party agrees to forego that placement and cancel theirrequest. It is important to remember that all Elements, regardless oftheir placement, can be reviewed and perused by either party at anytime, and both are encouraged to do so.

All Elements that each party has remaining which are deemed to be“possibilities” or “options” for the relationship or perhaps open fordiscussion and negotiations, remain in the “In Dialog” zone. This is anideal area for fully exposing options and alternatives, exploratoryconversation and creative remedies that may exist in the residingElements. Anytime during Dialog, either party may move Elements into orout of the Commitment areas and the In Dialog zone. While In Dialog,this implies that an Element can be a means to carefully andthoughtfully reveal difficult issues, dangling factors, concerns andissues to precipitate needed awareness by the other party (withouthaving to orally initiate the topic). Any Element In Dialog or that isplaced within Commitments should be positioned to be easily seen andaccessed by the other party. Either party can review the Elements withinCommitments or within the other party's In Dialog zone at any time.

Generally, most Elements placed into Commitments will reside in therespective Personal Triangle or Organizational Triangle Commitmentzones. These are the general Commitments that describe the Personal andOrganizational gains from the relationship respectively.

Only essential Elements and those that are absolutely non-negotiablefrom your point of view should be placed in the Imperative Commitmentzone 206. If the Element is not an absolute essential requirement to theparty's work role relationship, it should generally not be placed in theImperative area. (Key Indicator Elements will also later be placed inthe Imperative area.)

In considering Commitments, each party may consider that both partiesshould gain more value from the relationship than they give. The greaterthis difference of “gain” versus “give” is seen to be in the minds ofeach party, the stronger the work role relationship. The perimeter ofthe Dialog & Agreement Board is a reminder that each party typically hasother options available to them beyond the forming or sustaining of thisrelationship.

Any type or form of negative Element, whether Common or Specific, shouldbe used in the same manner to form Commitments as are the positiveElements. The use of a negative Element simply indicates and informs theother party of factors that are deemed to be unacceptable or undesirablein the work role relationship. When the other party accepts a negativeElement placed into a Commitment area (validates), both parties arecommitting to each other that this factor is not to be a part of theirwork role relationship. The use and application of negative Elements isas important as positive Elements, since they may convey importantguidance and may establish vital “partitions,” “boundaries,” parametersand protections for the submitting party.

If either party cannot accept the presence of an Element that has beenplaced within a Commitment, it must be removed. Generally there shouldbe appropriate and constructive discussion as to reasons prior toremoval. Compensations, compromises or negotiations may be attempted asapplicable.

If an Element is removed from the Imperative Commitment area, it isplaced into the “Danger” zone of the party who refused to accept it. Ifan Element is removed from any other Commitment, it is placed back intothe submitting party's “In Dialog” zone.

As each party makes Commitments, it is likely that there may be similaror overlapping Elements, which are placed in the same or differentCommitments. This is fine. As long as both parties fully understand andtotally accept the Elements placed into Commitments, regardless ofquantity, duplications, or qualities, this is acceptable. The mainpurpose of Commitments is to resolve and promise what each party agreedto gain and to give to the work role relationship.

Changes, additions and modifications of Elements throughout Dialog arefine as long as they serve communication and collaboration. At any timeduring Dialog, new Elements can be created and applied by either party,then placed into the appropriate area. Though this should not beoverdone, it is typical and reasonable that Dialog will spur newthoughts or inadvertent omissions. Also, existing Specific Elements canbe modified for clarity or to respond to other needs. Elements can bemoved into, or out of, Commitment areas as the Dialog progresses,including the Imperative area, until the point of Agreement. However, inno case should changes, modifications or movements be done in asubversive, hidden or in a manner of ill intent or deception. It isadvised that, in all cases, changes, modifications and movements asapplicable, be done in full disclosure and with adequate discussion.

Notes may be made using the system notepad (see FIG. 10) or other formof sticky notes. These sticky notes should be attached to the Element sothat the information contained on them may become part of the documentedAgreement. Notes may be particularly useful with Tentative andContingent Commitments to add necessary clarity or context to thoseElements.

5. Validating Commitments. Any Element placed into a Commitment is notvalid until the other party accepts it. Once the other party hasaccepted it, it is considered “valid.” Both parties may agree on asimple method or mechanism to distinguish validated Elements in eachCommitment zone from those not yet validated. Either party may elect tovalidate or withhold validation on Elements in Commitments until laterin Dialog.

A party should not accept any Commitment that they are not confidentthey can produce, reliably offer or perform in a satisfactory manner forthe other party. If there is any doubt or concern, those Elements shouldbe placed into either the Tentative or Contingent Commitment areas 202,210 as applicable. It should then be clearly defined as to what needs totake place or what needs to be in place, or put in place, to make theCommitment be resolved dependably. Tentative and Contingent Commitmentsshould be Dialoged carefully, and not used as a means of avoidance,diversion, distraction or an alternative to discussion and resolution ofimportant matters and issues. Any Tentative or Contingent Commitmentmust have a finite time, event or action that brings about theirresolution. Document these factors using either the Specific Element orattaching a Weaver note. Tentative and Contingent Commitments should beas specific as possible in order to be equally considered as their ownform and context of firm commitment. If this is not possible, theElement must remain or be placed into the In Dialog zone. Every Elementwithin every Commitment must be understood and reliable to both parties(with the exception of unforeseen circumstances). To be deemed as valid,all Elements placed into any Commitment must be understood, accepted andagreed to by both parties.

Every Element within a Commitment describing a work role function thatthe worker is being asked to perform should be accompanied by otherinformation or Elements that completely and clearly define each party'sresponsibilities for peak performance of the function.

No work role should contain more Elements than one person can reasonablyperform. Parties should each consider and accept Elements in Commitmentswith a degree of pragmatic realism, as opposed to unrealistic optimism.There is great danger in setting either party up for futuredisappointment, frustration or disillusion due to broken or unfulfilledCommitments.

As Dialog takes place, Elements can be added to, removed from, orshifted between the Commitments as applicable. Elements themselves canbe modified or created anew during Dialog. This dynamic movement cantake place to reflect discussions and negotiations until a point offinal Agreement concluding this Dialog event. After Agreement, movementor changes are generally not acceptable without a return to new Dialog.

Dialog will inevitably bring forth pertinent questions. Explanations,discussion and negotiation should be well underway between the partiesand should continue throughout. Either party can encourage the otherparty to move Elements into Commitment zones or In Dialog zones asapplicable and desirable. As in all matters of importance, it should beaccepted that there may be constructive contention, argument, debate andnegotiations. The key points in this regard are to keep all topicaldebate constructive and maintain respect for the other party and theprocess of Dialog.

Dialog typically evolves into each party considering all outstandingElements within the other party's area that are not presently inCommitment areas, especially those which they personally prepared,brought and submitted to the Dialog (since these are Elements consideredas requirements or desires the party seeks from the work rolerelationship). This review can be approached by perusing the listcreated as a part of Dialog Preparation, or by reviewing the Elementsplaced into the other party's area that may now be either In Dialog, orotherwise unattended/unaddressed. Should there be any confusion as towho submitted what, each party's submitted Elements can be identifiedrespectively by the “TS” or “P” marks. Elements will often remain withinthe “In Dialog” area after Dialog and Agreement. These should bedocumented and may be helpful for future sessions.

6. Calls. As the Dialog further matures, each party may now “Call”Elements they consider important which have not been placed intoCommitments on the other party's side of the Dialog & Agreement Board.Often Calls will be used to bring those items that a party desires orneeds from the work role relationship which have not been offered orvolunteered to this point by the other party. Doing so is at the optionand discretion of each party, but generally should not be exercisedbefore this maturing point of Dialog. Elements that are Calls at thislater point in Dialog may also be considered as vital, essential, or amust-have requirements (for the merit, existence or sustainability ofthe relationship), thus they may also go into the Imperative Commitmentarea. There may be factors within the relationship that become“non-negotiable” due to the process of Dialog.

Calls can either be accepted or opposed by the other party. In oneexemplary embodiment, the other party may “Accept” the Call by placingthe Element into the proper Commitment zone. If there is disagreement asto which Commitment zone it should be placed, the party that Calleddetermines placement. Alternatively, the other party may “Oppose” theCall by placing the Element into their own Danger zone.

Any Elements or Durables residing in a party's Danger zone areindicative of serious issues in forming or sustaining a relationship ifnot addressed in a timely manner. If all Elements and Durables residingin the two Danger zones are not fully resolved by discussion andnegotiations and removed to another appropriate area, this may indicatea potential failure in the relationship or indicate/predict therelationship is in extreme jeopardy (unless the two parties cancreatively explore other approaches, modifications or compensatingElements, carefully reconsider a “Call” or “Imperative” negotiate orotherwise reach a mutually satisfactory compromise). It is alwaysadvised that reasonable and creative attempts at modifications,adjustments and accommodations be considered and applied if possible.However, realism, pragmatism and truth should prevail andrationalization, denial or marginalization of potentially seriousfactors should be avoided.

During the Agreement stage or step, Commitments created during Dialogserve as “threads” that are woven or combined to collectively form anAgreement. Agreement is achieved when the quality and quantity ofCommitments are in place to satisfy the needs of both parties for arewarding and durable relationship. Agreement becomes “the whole cloth”that defines and guides a durable, successful work role relationship.Agreements are documented to be the reference and set the parameters forall respective performance responsibilities, obligations andexpectations in the relationship.

Dialog concludes by Elements being distributed within the fiveCommitment zones so that all respective needs, considerations, and gainsby both parties from the work role relationship are in place, fullyunderstood and agreed upon. At Agreement, all Elements in allCommitments must be validated. Any Elements not validated must beremoved and placed into appropriate areas, including the Danger zone ifapplicable.

Key Indicator Elements should be a part of the Agreement. Key Indicatorscan be discussed at anytime during Dialog. However, only when theAgreement stage is reached will both parties know what will be includedin the Agreement. They can then consider and plan what should bemeasured as to the how, when, where, and reporting means, etc. It isvital that as Dialog progresses and Commitments are made (or not), eachparty seek clear understanding of all Elements in place, and especiallythose which are agreed. Dialog should be substantive and extensive toprevent any confusion, doubts, assumptions or misunderstanding in thefuture. Accordingly, all important factors, such as each work rolefunction should be clear as to the responsibilities each party has inits performance, thus there should be clear information as to how eachparty's performance on the basis of the Agreement will be measured. Thisis the purpose of Key Indicator Elements.

Generally Key Indicators should be done in the simplest, most reliableand pragmatic manner possible. If the two parties desire therelationship they are designing, they should ensure respectiveunderstanding today and tomorrow by putting measurement means in placeto ensure that the results they seek can be determined and will berealized. Key Indicators should clearly and simply reveal whether eachparty is performing their respective responsibilities and obligations(or not) to their Agreement. An indicator may be something that servesas a simple way to define that respective expectations are, or are not,being met. Everything need not and should not be measured. Excessive KeyIndicators can lead to waste, confusion, noise and distraction. However,in all work role relationships there will be certain results, outcomes,observations or parameters that directly relate to the relationshipbeing acceptable or not. This must be determinable and agreeable to bothparties for their respective monitoring, judgment and actions, ifapplicable. The Talent Steward will often tie Key Indicators toquantifiable functional performance or results, derivatives and outcomesthat are realized, or not, from functional performance. To focus andregulate Key Indicators there should be a minimum of one Key Indicatorper Triangle corner for each party's respective Triangle. In oneexemplary embodiment, there should be no more than three Key Indicatorsper respective Triangle corner.

Once a point is reached in Dialog where Commitments are complete andvalidated, both parties should discuss and resolve the Key Indicatorsthat should be in place to satisfy both parties' needs for determiningthe state, status and condition of the relationship in the future. EachKey Indicator should be constructed with an appropriate Key IndicatorElement. Key Indicator Elements can only be based on Elements in placeor a result, derivative or outcome that is directly created or producedby them. Once these Key Indicators are in place, each must be validatedby both parties.

It is normal that all Elements will not be included in the Commitmentsand many will remain in the In Dialog area. These should be perusedagain, for a few of these may point to, or provide clues to, danglingfactors, issues, or concerns that have not been adequately addressed. Insome cases, most Elements may not have been used for Agreement (sincesome parties can arrive with an extensive “wish list”). In any case,those Elements that remain In Dialog also offer important futureinformation and understanding. For example, those remaining convey thatwhich will not be a part of the relationship Agreement and thus willnot, and should not be expected by either party.

Negotiation take place until both parties are satisfied and have reachedfull Agreement as to the five Commitment zones and the Elements withineach of them. Both parties must fully accept and commit to theirrespective promises, accountabilities, responsibilities and obligationsto each other, per the parameters and guidance of the Elements withinthe Commitments. These Elements establish the respective definition,reference, parameters for rewards and expectations for a satisfying anddurable relationship.

A party can add, change or remove Elements from any Commitment at anytime prior to final Agreement, but not thereafter. Any changes afterAgreement dictates the need for “new Dialog.” Nothing should be expectedby, and of, parties in the work role relationship that has not beenarticulated or expressed in a manner necessary for mutual understandingand ultimately, Agreement. As, and when, circumstances change, eitherparty can request a return to the Dialog & Agreement Board.

At the point of full Agreement, there should be no Elements or Durablesresiding in either Danger zone. These should be discussed and, ifapplicable, creatively resolved to the satisfaction of both parties. Ifcomprehensive Agreement cannot be reached, both parties are at risk ofloss and damage to their work role relationship. The existing orpotential relationship is imperiled. In such a situation, each partyshould strive to creatively seek all possible alternatives and optionstoward a negotiated Agreement. It may benefit them to bring in aqualified guide to serve as a facilitator or arbitrator. At a minimum, arecess or break is advised for each party to seek counsel, answers,options and solutions to solving or preventing this Danger.

Any Elements residing in Tentative and Contingent Commitments 202, 210should be resolved with full clarity and mutual Agreement as to how alloutstanding or unresolved aspects and factors will be specificallyaddressed and when resolution of each will be expected, as applicable.

Final Agreement should be so noted by a congratulatory andpromise-binding handshake between the parties. Once this state of fullAgreement is accomplished it puts both parties on the path to arewarding relationship.

The checklist 100 may be used by both parties as an aid throughoutDialog and Agreement phases. Any comments, ideas or concerns related tothe Dialog or Agreement phases should be so noted on the checklist. Eachchecklist should then be placed on DAB for inclusion in documentation.

The parties should not move or remove any information or component thatis on the DAB until full capture and documentation has been diligentlyand carefully completed (this may be accomplished via manual recordingof information or automatic means, such as a software applicationprogram). Capture and documentation is the responsibility of the Stewardand Organization. Afterwards, all information should be distributed toboth parties for their future guidance and reference as to theirAgreement.

In one exemplary embodiment, the following points should be consideredby the users:

1. Each party should always remain purposeful, collaborative andconstructive toward building a successful, lasting relationship.

2. New Elements can be added, created and applied by either party duringDialog as necessary for reaching full Agreement.

3. As the perimeter of the Dialog & Agreement Board indicates, eachparty is encouraged to humbly and realistically remember that the otherparty generally has other marketplaces, options and alternatives.

4. In certain situations, a trained guide or arbitrator can be useful,especially during periods of difficult discussion, stalemates,antagonistic dialog or during confusing or challenging aspects ofPreparation. “Time-outs,” “recesses” and cooling off periods may beuseful if Dialog gets too intense, heated, unconstructive oracrimonious. This may be a few minutes, hours, days or weeks as thesituation dictates.

5. There can be value in using the system described herein in managementtraining or career management development as a simulation platform.

6. There can be value in applying this platform in both the hiringinterview and the on-boarding process. In such cases, the candidate mustbe availed preparation time, resources and assistance as needed.

7. There may be value in the constituents “switching” or “reversing”roles while Dialoging to immerse them into the other role for “fullempathy.”

8. The organization may elect to create specific Elements, per WRYM WorkRole Design, and distribute to Talent Stewards for usage in theirDialoging.

9. Dialog can be used as a very effective survey and audit medium of theneeds and perspectives of the workers, management, candidate andrecruiters.

10. In most situations, it is generally recommended that the earlystages and events of Dialog with new parties are somewhat more relaxed,casual, informative and possess an instructive nature. This may be seenas “demos,” “trials” or “practice Dialog.” As experience and masteryprogresses, the Dialog should increase in its seriousness and gravitybetween the parties, becoming a constant guiding reference point fortheir relationships.

Healthy work role relations can only be achieved by the parties honoringtheir Agreement in the work place each day. The Elements within each ofthe five Commitments will serve as a structure of expectations andinstructive guides for the promises, responsibilities and performanceobligations of the respective parties. The Elements of gain accepted byeach party in the five Commitments are their rewards of RelationshipPerformance. These rewards are only gained or won by meeting andexceeding the performance expectations of every Element that wasaccepted and agreed upon by each party.

Documentation is important. Both parties should have full documentationof Dialog information for reference. Capture of information is availableby automated entry (such as by reading a barcode on each Element orother components, using a software application) coupled with the manualentry of applicable specific information, identifications andcircumstances through the usage of Performance Harvester and Yieldssoftware. Unless otherwise indicated, this information should be treatedas confidential and private, unless both parties agree to sharing,distribution and other uses.

Key Indicators that were agreed upon, along with applicable feedback,should take place both periodically (generally not to exceed one month),plus on an “as-needed” basis as required by either party.

Information gained by the application of the system described should beapplied as a constant point of reference and guide to successfulrelations by both parties. No substantive or chronic expectations shouldbe made by either party in a work role relationship if it was notincluded and agreed upon as part of a successfully completed Agreement.Any new needs, including modifications or changes to the work rolerelationship, should be made by returning to the system.

The system may be used to keep the relationship healthy and predictable,and when needed, to repair, strengthen and improve it. It may bereturned to in times of relationship issues, problems, concerns or needsof remedy, discussion and clarification. There is benefit inperiodically returning to Dialog for validations and feedback (thisshould generally not exceed a six month interval). Durables may beapplied for a variety of increased understandings, assessments,evaluations, surveys and research by both parties.

The system may be employed in a variety of formats, including physicalor electronic form. In other embodiments, the game may be used insituations wherever two parties with reciprocal criteria forrelationships must find paths and grounds for agreement, such as, butnot limited to, marriage, business, political, and disparate communitiescircumstances.

Thus, it should be understood that the embodiments and examplesdescribed herein have been chosen and described in order to bestillustrate the principles of the invention and its practicalapplications to thereby enable one of ordinary skill in the art to bestutilize the invention in various embodiments and with variousmodifications as are suited for particular uses contemplated. Eventhough specific embodiments of this invention have been described, theyare not to be taken as exhaustive. There are several variations thatwill be apparent to those skilled in the art.

I claim:
 1. A system for negotiating a work role relationship betweentwo participants, comprising: a first set of cards for a firstparticipant; a second set of cards for a second participant, wherein thefirst and second sets of cards are not identical; a Dialog and AgreementBoard with a first end, a second end, and a center section, the firstend containing a first in-dialog area for the first participant and thesecond end containing a second in-dialog area for the secondparticipant, each in-dialog area containing eight designated areasparticipants place one or more cards representing elements or parts ofthe work role relationship or personal characteristics related to thework role, wherein each designated area is adapted for placement ofcards from only one of the participants; wherein the first in-dialogarea comprises first through third designated areas adapted forplacement of cards by the first participant representing beneficial orpositive elements or characteristics for the work role, the firstdesignated area for functional satisfaction, the second designated areafor social satisfaction, and the third designated area for life effectssatisfaction, fourth through sixth designated areas adapted forplacement of cards by the first participant representing detrimental ornegative elements or characteristics for the work role, the fourthdesignated area for functional satisfaction, the fifth designated areafor social satisfaction, and the sixth designated area for life effectssatisfaction, a seventh designated area adapted for placement of cardsby the first participant representing dangerous elements that arerejected by the first participant, and an eighth designated area adaptedfor placement of cards by the second participant representing durableelements to the second participant; wherein the second in-dialog areacomprises ninth through eleventh designated areas adapted for placementof cards by the second participant representing beneficial or positiveelements or characteristics for the work role, the ninth designated areafor outcomes, deliverables and productivity, the tenth designated areafor risks, and the eleventh designated area for resource demands,twelfth through fourteenth designated areas adapted for placement ofcards by the second participant representing detrimental or negativeelements or characteristics for the work role, the twelfth designatedarea for outcomes, deliverables and productivity, the thirteenthdesignated area for risks, and the fourteenth designated area forresource demands, a fifteenth designated area adapted for placement ofcards by the second participant representing dangerous elements that arerejected by the second participant, and a sixteenth designated areaadapted for placement of cards by the first participant representingdurable elements to the first participant; further wherein the centerarea comprises five separate designated center areas adapted forplacement of cards by either of the participants, said designated centerareas comprising a first designated center area adapted for placingcards representing elements that a participant can tentatively committo, a second center designated area adapted for placing cardsrepresenting elements that a participant can agree to on a contingentbasis, a third center designated area adapted for placing cardsrepresenting elements where there is a commitment from the firstparticipant to the second participant; a fourth center designated areaadapted for placing cards representing elements where there is acommitment from the second participant to the first participant, and afifth designated center area adapted for placing cards representingelements that a participant considers to be imperative ornon-negotiable.
 2. The system of claim 1, further wherein said first andsecond sets of cards comprise cards representing pre-established commonelements of a work role relationship.
 3. The system of claim 1, furtherwherein said first and second sets of cards comprise cards on which aparticipant can write specific information regarding a work rolerelationship.
 4. The system of claim 1, wherein the cards are markedwith symbols or icons representing the participant who initially placedthat card on the Dialog and Agreement Board.
 5. The system of claim 1,wherein each card is marked with a distinctive bar code.
 6. The systemof claim 1, further comprising one or more checklists used by eachparticipant in preparing for use of the Dialog and Agreement Board. 7.The system of claim 1, further comprising an evaluation mat with sixsections arranged in a grid comprising two columns and three rows, thefirst column corresponding to the first participant and the secondcolumn corresponding to the second participant, and the rows adapted toindicate the degree of similarity or compatibility between a first cardrepresenting a characteristic selected by the first participant and asecond card representing a characteristic selected by the secondparticipant.